SRAM deployed PTC Windchill to integrate and unify the engineering processes for all its brands. The company’s rapid growth through acquisition resulted in engineering and development groups that were not able to communicate and share information across departments. The company needed a solution that would support its holistic business process approach to the creation and management of product data, with PLM integrating processes, technology and people into an information backbone to facilitate a lean enterprise. Nucleus found that PTC Windchill enabled SRAM to create uniform product data management and workflow practices, resulting in increased engineering productivity, improved customer satisfaction, and more accurate decision making across the enterprise.
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THE BOTTOM LINE
SRAM deployed PTC Windchill to integrate and unify the engineering processes for all its
brands. The company’s rapid growth through acquisition resulted in engineering and
development groups that were not able to communicate and share information across
departments. The company needed a solution that would support its holistic business
process approach to the creation and management of product data, with PLM integrating
processes, technology and people into an information backbone to facilitate a lean
enterprise. Nucleus found that PTC Windchill enabled SRAM to create uniform product
data management and workflow practices, resulting in increased engineering productivity,
improved customer satisfaction, and more accurate decision making across the enterprise.
ROI: 128%
Payback: 1 year
Average annual benefit: $1,372,434
THE COMPANY
Headquartered in Chicago, SRAM is a global manufacturer of bicycle components. The
company is composed of several brands, including Rock Shox, Avid, Truvativ, Zipp, and
Quarq. Started 25 years ago with the advent of the Grip Shift, SRAM continues to grow its
business to supply a full line of bicycle components for casual and expert riders.
THE CHALLENGE
The company’s fast growth through acquisition brought five different engineering
processes together into a single company, fragmenting the processes and communication
among each unit. Prior to implementing PTC Windchill, each unit’s engineers were using
their company’s pre-existing methods, making it difficult to share information across
business units and unify communications between engineering, development, and
manufacturing.
ROI CASE STUDY
PTC WINDCHILL
SRAM
Document O171
July 2014
7. By the Numbers
SRAM's PTC Windchill project
THE PROJECT
THE RESULTS
Increased engineer productivity
Avoided additional hires
Increased customer satisfaction
Cost : Benefit
Ratio
- Michael Johnson, Global PLM Manager, SRAM
NucleusResearch.com
Copyright 2014 Nucleus Research Inc.
Nucleus Research Report o171 - PTC Windchill ROI case study - SRAM
“PTC is very product development oriented, particularly in product life cycle management and 3D CAD
modeling, so for us PTC became the clear choice.”
8
Annual Return
on Investment
months
SRAM deployed PTC Windchill to integrate and unify
the engineering processes for all its brands. Nucleus
found that PTC Windchill enabled SRAM to create
uniform product data management and workflow
practices, resulting in increased engineering
productivity, improved customer satisfaction, and
more accurate decision making.
Months
Total time for the company to
deploy PTC Windchill
Number of users:
12
$1,372,434
Average annual benefit
128%
1 : 2.5
The total time to value, or
payback period, for the project
450